E14: Hector Ibarra - Cleveland Hardware & Forging

“I think that we are building a good team, and most importantly we’re trying to learn from people that have been doing it for a lot of years to show some of the tricks to the newer generations.” — Hector Ibarra

Today on The Industrial Movement we are joined by the inspiring Hector Ibarra, who is the Corporate Director of Operations at Cleveland Hardware and Forging. We have a fascinating chat with Hector, packed with insight and the useful lessons that he has learned during his long career in the manufacturing sector. We talk about his personal story and how this has informed his professional journey, some of the biggest hurdles he has overcome, and his thoughts on those that he encounters in his current work. Hector makes a point to underline the importance of culture; both in the social dimension, as well as in the professional environment, and how this can define the outcomes of your efforts. We also get into the subject of leadership and our guest's opinion on what makes a good leader at any type of organization. From there, we move into some more technical territory, exploring how Cleveland Hardware and Forging approach their work. Hector shares their strategies around productivity, safety, machinery, and the actual process of forging. To hear all this and a whole lot more from Hector Ibarra, listen in today!

Transcript

EPISODE 11

[INTRODUCTION]

[00:00:02] MH: You’re listening to The Industrial Movement, where we discuss the people, the processes, and the equipment that drives American manufacturing. If this is your first time listening, then thanks for coming. The Industrial Movement podcast is produced every week for your enjoyment, and the show notes can be found at our website at www.theindustrialmovement.com.

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Now, let’s get on to the show.

[EPISODE]

[00:00:40] MH: Hi, folks, welcome back to The Industrial Movement. I’m your host, Morty Hodge, and as always, I have my sidekick with me, Greg Smith.

[00:00:49] GS: Hello, everyone. Welcome to the show.

[00:00:51] MH: And today we have a special guest, Hector Ibarra. He’s the Director of Operations with Cleveland Hardware and Forging. Hector, welcome to the show.

[00:01:01] HI: Thank you and thanks for the opportunity.

[00:01:03] MH: Fantastic. Tell me a little bit about what you do at Cleveland Hardware and Forging, and what the company does and then what you do there.

[00:01:12] HI: Yes, Cleveland Hardware and Forging is a family-owned business, that they have three business units. Cleveland Hardware, who used to be in Cleveland, but it has been relocated now to Green Bay. We have our Green Bay Drop Forge, and we also have our Fox Valley Forge. That one is located in Aurora, Illinois, one of the Chicago suburbs. My responsibility over there in making sure that we meet first safety, the quality of our parts and that we meet customer demand. I’m responsible for the operations of the three sides. I do have very good managers, they are running the facilities, but I spend half of my time, at least in each one of them. We have actually, because three business units, we do manufacture different items. Most of them, as the name says, are going to be forging in our Fox Valley. Those are going to be mostly geared to heavy truck or agriculture. We have, for example, large 2,500, 3,000 press big upsetter machines. We do a lot of oil automotive, big trucks.

In Green Bay Drop Forge, we make small components, also forgings. Some of those may be the size of a t-ball and eyeball. We also may do some other custom parts that customer wants us to do. Cleveland Hardware that one was the original company, the one that started it. [inaudible 00:02:35], we do different types of latches, we also do tollbooths. Some of the parts that we’re making in Green Bay Drop Forge, they end up in our Cleveland Hardware items, and some other ones we may purchase from different suppliers.

[00:02:48] MH: Hector, I’d like to shift to your story. Tell us a little bit about how your career journey of how you got to where you’re at today.

[00:02:55] HI: I don’t know how far you want me to go, but I can start from the beginning. I think that I started like a lot of people. In my case, I was born actually on the border, which sometimes give you a different perspective of how things are working in the United States and Mexico. I was born on the Mexican side. Half of my family that were in the US side, and that will play a little bit into the future how I ended up here in United States. Right now, I’m here in Greenbay. Part of that, it was because of this mix of both countries in myself. I was there in the border until – it was 1980, when General Motors came to Mexico. They put a facility in Saltillo in Ramos. 

My dad, he used to be a plant manager in a Wrangler facility in Piedras Negrasin. GM, when they came in, they start looking for everybody to fulfill their company. He was offered a position as quality manager in Saltillo. He moved over there, and the family follow him. Before they left, they applied for a visa. If you’re doing it the right way, you’re going to list and it takes a long time. That’s why some people don’t follow the rules. In our case, when my parents apply, both of them, they were Mexican. It took 10 years. When I was 19, that’s when our name came into the immigration in the lottery. As I said, our family now have the opportunity. I didn’t know about it. So suddenly, one time, my dad comes and said, “We have this opportunity to move to the United States. What do you guys think?” In my case, I was the oldest of three brothers. I said, “United States, the land of opportunity.” I said, “I want to go.” My two brothers, they didn’t know any better, so they just agree to whatever I was saying. That’s where our journey start.

I was almost ready to finish my degree as an industrial engineering in Saltillo over there. Immigration let my family come right away. But for me, I have one semester to go, I started early in school. After one semester, they told me you are going to stay in Mexico so you can finish your degree. I stayed by myself for six months. In the United States, it’s more common for people to just after 18 years, you move out. In Mexico, it’s not common at all. I found myself living by myself. My dad says, “I’m going to have to be in United States. I’m going to send your money.” There are no smartphones, so you’re going to have to figure out. If you need something, just [inaudible 00:05:17] out of the home and just try to find your way to live. I did that. That was my first challenge on how to survive by myself.

That’s when I started learning that if you have the will, you can do a lot of the things that you want. After I finished my classes, the next day, I needed to come back to United States. That was the agreement, so I came to United States. I tried to find a job, but because my school wasn’t recognized in United States, I could not get a job. They will always call me and say, “Well, you can go to Mexico.” I said, “No, I want to be in the United States.” After trying, I got jobs, doing plumbing, doing whatever I could do. I say, “This is not for me.” You have two paths in life. One is to work with your hands. The other one is to work with your brain. I said, “Working with my hands is not going to be the way that I want to do it. Even though I do some a lot, that was not what I wanted to do.”

I went to New Mexico State University, and I asked them, “What do I need to get my degree from here?” Well, they mentioned, it was, “We have all your classes, but to graduate, you need 30 credits. Thirty credits is around 10 classes. They focus a lot into, specially English classes. I have an accent, so I need to take English classes because I never plan to come to United States, and suddenly, I’m here. It was English classes, public speaking and everything that it was in the US curriculum that the Mexico didn’t have it. I finished in a year, year and a half my degree, so now I have a degree in Mexico and a degree in United States. Start looking for a job and my first job was in a Lear Corporation. That was a company that believed in me, give me the opportunity. I started there as a cost engineer, I was working in Nogales, but living in El Paso. So I was always going around back and forth on the border, which it was always very fun. I had the opportunity to work with very good bosses that they were given me an opportunity. In a short period of time, I went from cost engineer, to lead industrial engineer and the supervisor and then manager. That happened on my first five years. I think the reason why, because I was never afraid of trying something else. 

At one point in time, Lear was moving a line from Germany to South Africa. It was very simple. Just go do our layout, take inventory, make sure everything gets shipped. Once it was in South Africa, we’ll go over there, put it all back together. Ron Phillips, who was the director said, “Who wants to go and do it?” Of course, nobody wanted to do. I raised my hand and say, “I’ll go, I’ll do it. I’m going to try.”  I ended up going to Germany, South Africa, some other places. That really gave me the feeling of doing this helping to move things between different countries. I really like working at Lear. But when you start – I was 24 years old. My first salary was coming out of school, and the company didn’t take care of me very good, where they were getting me 10%, 12% increases. But I started so low that by the time I was manager, I could start seeing some of the differences, so I decided I wanted to try something else.

From there on, I work at Grede Foundries. I went from making crimps to now, to a foundry. The foundry was in Wichita, Kansas, and it was a good opportunity for me to something new, which now had become most of my life working with metals, serving the automotive industry mostly. I work at Grede, I started as an industrial engineering manager. After one year and a half, they asked me if I was interested into helping them to establish an industry engineering department in Mexico because of my culture, knowing the area. It was in Monterrey, which is around 45 minutes from Saltillo. I went over there, I started building the industrial engineering department. Some of the idea that we have brought up having Purple Affinity. By the end of the story, I end up being the factory manager running the facility, the new facility in a Carmen. The intention was never for me to stay. It was a joint venture between Proeza and Grede Foundries. It was always to train the Mexican team and then go back to United States, which is what happened.

I went back to Wichita, Kansas after these been there and making sure that the company was running. I went and I helped him on third shift because they were having some productivity issues. But then, my mom got sick, she got cancer and I wanted to be closer. I ended up going to a new company, which is Kirby, they make the vacuums. They have aluminum die casting over there. It was in Andrews, Texas. My mom, she was in Lubbock, so he was two hours away, so that worked pretty good. I was their maintenance manager for the die cast aluminum facility and the assembly, where they’re making these vacuums. It was a very interesting job. My mom, she’s still doing okay, so it was just a scare but then I learned something new about the aluminum industry.

From there on, I moved into Apex. It was Danaher and then it became Apex True Group. It was a forging company in Springdale, Arkansas. I was there as their maintenance manager. From there on, I moved to a couple more places and the latest one, he was in ALD, and they do heat treatment. I was there for seven years. I was at one point in time responsible for the forging facility in Ramos. Then I moved to Ramos. I went back to Mexico for three or four years to help them to turn around that facility. We started doing pretty good, quality wise. We received, I think around six General Motors Supplier Excellence Award. 

COVID here, and then I found myself that the things that you work the most for, to have the best salary you can, most of the time that becomes a problem. I ended up getting laid off, I started looking for a job. I was very glad to be working with a company that I really relate on their values. After six months looking for a job, this is where I am now. It’s been one year and four months and I really like it. I think that things always happen for a reason. This was the first time that I’ve ever experienced being laid off or being let go in my life. It was something new, and also give you a perspective, because sometimes you make decisions that may affect people. You always now feel what is the other person on the other side feeling. I think that you always learn from everything. Now, I’m very happy here in Cleveland Hardware and Forging.

[00:11:45] MH: What a great story. Thank you for sharing that. That to me is what’s become the new American dream, right? A lot of people migrating to this company, or this country, we’ve always been a great melting pot of cultures. I love hearing about your past and your story. Thank you for sharing that. Talk to me a little bit about the biggest challenges that you guys at your company and industry are facing today.

[00:12:09] HI: I think we’re facing the same challenges as everybody else, trying to get people. We’re not even asking for people with skills, because during some of the work that we do, it takes time, sometimes to get a good cameraman, it may take up to two years. But right now, just to get in people is the hardest thing. Also, we have a little bit of a supply chain affecting us, like the whole world. I think that’s going to be temporary. I’m glad that a lot of the things that they were being done overseas are starting to come back, so that will help us a little to get some of the supply being done faster. But the human factories that are being challenged, especially for forging a foundry, new generations, they really like to have a quick result, quick increase quick – and in the forging, like I mentioned, it takes two year to be good at it. Sometimes some people don’t have the patience to do it. And it’s also hard and sometimes, it may be humid. There’s a lot of things with a forging industry.

I think that we are building a good team, and most importantly we’re trying to learn from people that have been doing it for a lot of years to show some of the tricks to the newer generations.

[00:13:20] MH: That’s great. Greg? 

[00:13:22] GS: I mean, you have a very inspirational story, by the way, I appreciate it. What are some lessons you’ve learned on your journey that maybe you could share that would help some other folks?

[00:13:31] HI: I think the most important is that you need to understand the culture of the place that you’re working to be the most effective person. I believe that what motivated people in Mexico is not the same thing that will motivate people in United States or in Germany. Getting more involved about your team, and learning from them and what they really want to be able to help us to achieve the goals, I think that’s the most important lesson that I have learned. The way that I treat the [inaudible 00:14:02] was different than the one in Ramos. It was because some things you cannot copy and paste. I think that we have learned that through the industry. There is very good things that work in Japan. But when you try to bring to the United States, they may not work because we have different cultures.

[00:14:21] GS: What’s the biggest obstacle you faced and how did you overcome it?

[00:14:24] HI: I think that the biggest obstacle that we all face at one point in time is just fear. I think that there’s a lot of very good people. They have built a career. And as you keep on growing, you’re a little more cautious to not make a mistake. But making a mistake is okay. Either way, if you make the right decision, you’re going to be good. If you don’t, you’ll learn and nothing is final. You can always go and adjust as doing. But sometimes, we overthink and I think that’s the biggest factor that is stopping other people. The fear of failing or the fear of being judged. I think that stops a lot of people, a lot of ideas and a lot a continuous improvement that we’re all looking for.

[00:15:09] MH: What advice would you give to other manufacturing leaders?

[00:15:12] HI: I think that we need to understand that as directors or managers, our job is to make sure that the people that we’re responsible or that they’re helping us, we need to provide them the tools for them to be successful. If you’re working and your operator is successful at the one thing that he’s responsible for, and then you duplicate to the 50,100, 200 people, by the end, you’re going to be successful. 

Try to always think it backwards. They’re not there to serve you, you’re actually here to serve them. This in my lab, that has worked very good. I do like to have meetings with people and listen to some of their ideas. They know better than anybody else, what is happening in their job. Just listen to them, share what are your plants and make it be part of trying to find a solution as a team. Don’t feel bad that the operator has a better idea than you, because he will always have. He’s the one doing the job, so learn from him and then help them to make that idea a reality.

[00:16:13] MH: Hector, what types of training have you had over the years that has helped you?

[00:16:17] HI: I believe that you learn from all the different positions. As I mentioned, in engineering, I’ve been in casting, I’ve been in maintenance production. I think the biggest things that really has helped me is learn about people. For example, we talk a little bit about fear. Right now, one thing that we’re using in our company is called the EOS, the Entrepreneurial Organizational System. What it is, ideas put together by Gino, I maybe say his name incorrectly. But he told us how we need to have the right people in the right place, how to have goals that everybody shares and how to go and work for them. You always learn. I have been to careless negotiation. And even though, that may seem like that’s more for sales, you’re always negotiating, you’re always negotiating with people, you always try to get them. They need to feel that they’re winning, and at the same time that you’re winning. There’s a lot of things, in leadership classes, organizational classes that I think that we all benefit from.

[00:17:22] MH: Great. The concept of this podcast is to talk about the people, the processes, and the equipment that drives the American manufacturing. We’ll move on to the processes section. Tell us about a typical day in the facility, and what are some of the processes that you guys follow?

[00:17:38] HI: The first thing that we do, we’ll have people starting coming in, into getting the furnaces ready, the equipment ready. We, management, we have a gamma walk and what it is is that, every day, at eight in the morning, we’re going to go, all the managers to the specific areas to see what are the needs for the operators doing their job. We try to make sure what problem they’re having, how can we help them, how can maintenance engineering, providing the tools that they need. We go through all those areas in Green Bay. It will be the forging area, it will be the machining area, the drop shop area, quality area. Every one of those may have something. 

After we gather all that information, we’ll get together and make a plan for the day. What are the most important things that we need to fix and that everybody goes and start – people will bring the wrong commitment date, and then I’ll just go and put it on a board and then we’ll follow up on those commitment dates. When people are doing a good job, we will praise them, and we tell what are the challenge. We do that every single day. That’s our way of operating. And then during the day, I will have meetings with my boss, with the owner, with the CEO. And yes, go over how close are we meeting the goals or the challenges. The most important thing that I’ve tried to do is to make sure that the values of the company there have been living every single day. That’s one of the things when I interview, the most important thing for me, because the company values mine and they were. I lead by them because I really believe on them.

[00:19:10] GS: What processes do you guys use to maintain efficiency and productivity?

[00:19:14] HI: We use key performance indicators. We have standards for all the operations, and then we get feedback to the people by the end of the day, if they were able to fulfill their goals. We do have a continuous improvement meeting every week that we see what was – if we have a problem with a part what can we do? Can we improve the tooling? Can we improve the operations, our work instruction matching? We use a lot of the tools that a lot of the automotive company uses. We have our own quality system. We’re certified on IATF. All of those are tools for us to be able to maintain and then improve of different area, safety, quality, productivity, reliability of our equipment.

[00:20:00] MH: What safety programs do you have in place? Anything unique to the industry?

[00:20:04] HI: No, I think that we have more awareness, because of our process. We’re using hot material, hot billets. We put a lot of tension to make sure that people have the proper PPE, that they understand what are some of the risks involved with the job, and make sure that we’re providing some of those tools. Over there, because of the sound and vibration of the hammers, we put a lot of special attention on the hearing, and making sure that people are using the proper hearing protection. And then we check it every year to make sure they’re being maintained. In the Fox Valley, we have a lot of work that our presses is a 3,000 top brands, so they’re very tall, to make sure that people are having the right guards being installed. And in some cases, that they’re using the proper safety harnesses for them, make sure that we have fire extinguishers, and making sure that we are following also the environmental needs in addition to our safety requirements.

[00:21:03] GS: I mean, for those who don’t know what forging is, like myself, kind of talk to us, how does that process work? You’re bringing in raw materials that goes through – how does that work?

[00:21:12] HI: We will be getting a steel that is being rolled for us. We will have long bars. It could be 4140 steel. The first thing that we’re going to do is, we’re going to build a recipe. The recipe is what is going to be the size of this billet to be able to form the part. Either by the press, by the upset or by the hammer. Once these are fine, we will be cutting those parts. We can use a shear. We can use a saw. That’s in preparation for those parts. Then we have to heat those parts where you can modify them, but not hot enough where they will be melting. That will be the founder process. For us, we just have to get him hot enough where you can go and squeeze them, or press them into different shapes. The forging industry provides, I will say the hardest, most resistant materials. That’s a difference between the fiber. The fiber, you can mass produce a lot of them. But some of the properties may not be enough strength as the forging, because of forging, you’re not doing anything besides just pressing this material. 

Once the material is pressed in different metal dice, into the shape that you want, then you’re going to cold trim them or hot trim them. Sometimes you’re going to be grinding them to the form that you need. After that, it may be going into a machining process where you actually get to have the shape of the pinion or the shaft that you’re manufacturing.

[00:22:38] MH: Is there any equipment that’s unique to your industry?

[00:22:41] HI: Some of the presses that we use, they’re very large presses with a lot of Carnage is – I will say most of the – there’s a lot of ways to do forging. I think the presses that we have are a little different than what is normally being used, and the process that we use, especially in Fox Valley, it’s a little different and unique. I think that gives us the opportunities to be able to, for example, ship bars all the way to Mexico from the Chicago area. That’s one of the unique that we have. I think that one of the things that we pride ourselves into being able to send quality products, I think that people are willing to pay a little more if you’re giving them a more value and some of that values are seen as the quality that they’re receiving from us.

[00:23:26] GS: In regards to the equipment and machines, what is the biggest challenge to keep production going?

[00:23:32] HI: I think the biggest challenge that I have found being a manager director, or as an operations director is, you need to be able to understand that you need to move from maintaining it to be having a more, being reliable equipment. The way that I try to explain it to my maintenance technicians is that you can have a car, unless you’re very good, like some of the people that build a 1968 Chevy’s Camaros. Most of the people, they will just be running it. They will be doing the normal routine maintenance. Sometimes they may be overdoing it. But at one point in time, that car will not be reliable. Reliable is, I can keep throwing money into these or maybe I need to make the decision that I need to go buy another car. Why? Because it has better performance, because it has better quality. I think the biggest challenge is, sometimes for people to decide when it’s time to move from a maintenance program to a reliability program. That’s what we’re trying to do right now. Our point in time, you have to just shoot the horse and move on into something that is better and going.

[00:24:41] MH: Does your company have energy efficiency initiatives? And if so, what are some of your goals or KPIs that you’re tracking?

[00:24:48] HI: Right now, my main focus for one year in four months is to start using some of that capacity that we have available and meeting with the customers. My next phase is to get reliability and maintenance manager, so I can focus a lot into the equipment while we were talking. Some of those tasks are going to be for him to help us into moving into a more efficiency. There are always little things that you can do, improve your lighting with LEDs, but I want to have a real programming. Those are one of the challenges of that position that I have open, and I have very good candidates. Hopefully soon, we’ll be publishing who is going to be, our new reliability manager. That will be one of the tasks.

[00:25:29] GS: What is one common myth about your professional field that you want to debunk?

[00:25:33] HI: I think that you have to stick with one industry. One thing that I have learned, and you always hear, “Oh, the forging guys, only the forging guys, the foundry guys are only the foundry guys. All of them are systems. I think that if you want to learn them, you can go from making trims, to making castings, to making forgings. These processes are different machines, different equipment, different procedures. But by the end of the day, it’s all systems. I have heard people that will do heat treatment, but we are automotive, we cannot be aerospace. I believe that there’s different set of rules, but as long as you learn them, and you can deal with them, you don’t have to only focus on one area. I think that you can expand. It’s always better to have more than one stream coming to your company. The more diversified that you are, I think the better that he will be for you and your company.

[00:26:25] MH: Very good. What’s one thing that you could share with our listeners that would help them be better managers?

[00:26:30] HI: I think that I’m going to refer back to what I mentioned, your position is a position that is very important. But make sure that the title and that something that you are overseeing were there to serve our team for them to be successful and they’re successful is going to reflect on you. So don’t worry too much about – is this going to make me look good? Is this going to give me a promotion? You have to make sure that your team is doing the right thing, always make the right decision. Sometimes the right decision may be the painful one. The result will be by themselves. Success in my mind is the result of doing the right thing for everybody. That would mean, my recommendation, always look at yourself, but most important, look at the people that are taking you where you want to be or where you want to go.

[00:27:19] GS: Where do you see your business in 10 years?

[00:27:22] HI: My goal and I know that the owners goal is to keep on being able to provide the same quality product, but to more industries, to keep on growing. Forging is something that I believe we will always going to need technology changes. But we’re always going to have to have some of those hard metal components that will not break under a lot of stress. You may have new technologies. Right now, everybody move into electrical vehicle, but there’s still some components that they have to be strong, to be able to provide that reliability that you’re looking for in your product. I think there’s always room for everybody. I see us still be there, hopefully stronger, hopefully with more locations. That’s one of the things that I like to do.

[00:28:05] MH: We touched on technology there a little bit. How has technology changed your company?

[00:28:10] HI: Technology, it has to be seen a way for making your job easier. For example, right now, we’re implementing a new ERP system. A lot of the things that right now we’re actually tracking, maybe by Excel, maybe by somebody doing it in different ways. We’re working together with this company to make the system work for us instead of us working for the system. I think that’s one of the ways that technology can help us. One thing that I know that in the future we’re going to be looking at, but that we were looking on my previous company, is how, for example, we weren’t providing service to a customer, and we send them these glasses, where we can see what they’re seeing. But we were in Mexico, and they were in Argentina. Those are ways where technology can help us to reduce some of the trouble, especially right now with COVID, you need to get smarter.

Also, what we need to learn is that the new generations, they don’t want to be working with a paper, notepad. So just give them an iPad, and they will be happy to be doing the audit. We have to also see who’s going to be our user or the people that are going to be working with us and cultural adjust with them. I always call my wife. I believe that right now at this time, I could be sitting in Germany and I can be coordinating are knowing what is happening in the plan. As long as I have a scorecard in front of me of what happened yesterday, I have the KPIs. Those will tell me, we have a good day, a bad day or are we going on the right trends? Right now, you can get on the phone and call it like what happened last night? And they’ll tell, okay, let’s put some plans or we’ll learn from it and hopefully it doesn’t happen again.

[00:29:51] MH: One of our goals is to create a community of manufacturing leaders and put people in touch with each other that might be able to help each other. If one of our listeners wanted to connect with you, what’s the best way for them to reach out to you?

[00:30:03] HI: I’m going to share, we met through LinkedIn. The nice thing about LinkedIn is, there’s a lot of networking opportunities over there. I think that these jobs that I have, it was part of networking and knowing people. Actually, one of my previous bosses in Apex now is our customer. My boss asked, “What do you think about it, Hector?” If your customer is recommending, which I appreciate that from him. That facilitates a little bit the thing. A lot of networking, they can get a hold of me via my cell phone. I’m always open to talk to anyone via email. I can provide you those ones so you can publish them or I don’t know, you want me give them over the podcast.

[00:30:41] MH: Whatever you feel comfortable with.

[00:30:43] HI: Yeah. They could call me at my cell phone. It’s 810-689-8959. My name is Hector Ibarra, but there’s a lot of Hector Ibarras on LinkedIn. Probably the easiest, please connect with Morty and Greg, and that’s how they’ll find me.

[00:30:59] MH: Hector, we are so honored that you joined us as a guest today. It was a true pleasure to get to hear your story and a little bit about your company. Thank you so much.

[00:31:07] HI: Thank you and I appreciate it. I really enjoyed having these conversations with both of you.

[OUTRO]

[00:31:14] MH: Well, folks, that’s it for this week’s episode. Be sure to visit our website www.theindustrialmovement.com to view today’s show notes and get more golden nuggets of value that we have collected from manufacturing industrial professionals in our archived episodes.

On our website, you can also sign up for our newsletter and find links to join The Industrial Movement community on Facebook. The Industrial Movement podcast is where we discuss the people, the process, and the equipment that drives American manufacturing. I’m your host Morty Hodge, wishing you great success.

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